It has been documented that properly managing the first 25% of a construction project is the best way to keep the final 10% of it just that — the final 10%. This program will discuss the collaborative planning role of ALL parties involved, with an outline of a project delivery system that measures the first 25% of a project as a springboard -- so all players can achieve successful project delivery goals.
A large number of projects finish late. And when there are delays, there is no time extension granted. Significant "impact" damages due to acceleration, sequence changes and other productivity losses may result. That last 10% can then become 15% or more — resulting in delays, compression, or both.
In following the path of "ultimate cause" during the last 10%, (when the important goals of the first 25% are not met), relationships of the parties become adversarial early on, decision-making is tardy on front end issues, and work is pushed downstream. Join nationally known construction experts Tom Frisby and Gordon Aronson as they provide strategies for planning techniques during the outset of a project resulting in increased productivity and outcomes.
Key Discussion Highlights Include:
Establishing processes for "cleaning up the drawings" so RFI's do not continue to dribble out throughout the project
How to streamline the submittal process
Establishing decision-making mechanisms to ensure disputes or conflicts do not impede the progress of the project
Establishing processes such as for quality workmanship (the three-step approach), change order pricing and payments
Developing as many pre-agreements as possible to avoid conflict downstream
A preliminary schedule and the process for updating; an understanding of the building sequence (production flow) and how changes or delays can affect productivity and ultimate outcome of the project
Establishing priorities, actions and decisions that must be performed in the first 25% of the project and assigning responsibilities and time lines
Establishing a process for continual improvement
A game plan for communication and monitoring early warning signals
"What if" scenarios in which potential conflicts may occur so the parties can work through such futuristic issues before they arise and perhaps be able to prevent them
Subcontractors and suppliers roles
When does close-out begin -- starting the commissioning and start-up process at the beginning of the project
Your Presenters:
Tom Frisby, President
The Frisby Group
Tom Frisby is the owner of The Frisby Group, a construction consulting firm which has more than 50 years’ experience in construction dispute resolution, troubled projects, and project management and delivery system innovation. He is an attorney with engineering, construction, and financial background and is a certified Mediator in South Carolina. He has been responsible for the resolution of disputes on such signature projects as The Aloha Stadium, the Central Arizona Project, the Reef Runway, the first precast barge "glued together" with exoxy for development of liquid propane in the Java Sea, the Medical University South Carolina and countless others. He has provided project oversight for major projects such as the Duke Energy Pump Storage Project and has been a partnering facilitator for projects for the DOE, COE, Clark County Sanitation District, and the Marine Corps at Quantico. Tom has been Chairman of a DRB for the Texas Department of Justice. He is a frequent speaker at the national seminars and has conducted seminars in Canada, Guam, Grand Cayman and throughout the nation. He is an author and has published for R.S. Means and Federal Publications. He has represented major construction companies as well as designers such as Minoru Yamasaki who was the architect for the World Trade Center. He also represented PP&L after Pennsylvania deregulated power and assisted in the development of its Energy Management Services Division. A major mission of his firm is the avoidance of claims through the improvement of the design and construction process.
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